Shortcomings of Strategic Human Resource Management in China Enterprises and Suggestions for Improvement

Question 1: The strategic awareness of enterprise human resources cannot be effectively transformed into strategic management ability, and the lack of strategic management ability of human resources makes it difficult for enterprise human resources to support the formation and solution of enterprise core competitiveness: 1. The strategic awareness and thinking of entrepreneurs and management teams, the cultivation and development of team leadership in high-level enterprises (the first person responsible for human resource management is CEO, and the role of entrepreneurs is changed). 2. Build a strategic human resources organization system and human resources decision-making mechanism and procedures (the responsibilities and organizational design of human resources of the board of directors, the human resources committee of the top management team) 3. Enterprises study and formulate operational strategic human resources planning (human resources vision and strategic objectives, strategies, action plans, etc.). Realize the vision and goals) 4. Comprehensively improve the ability of human resources strategic planning of professional human resources departments in enterprises (strategic partner role and strategic management ability building of human resources managers) 5. Construction of strategic human resource management responsibility and ability system (target responsibility, core talent team, optimizing talent structure) 6. Monitoring system and performance evaluation system of strategic human resource planning (institutional guarantee of human resource strategy) Question 2: The power of human resource management is driven by market and customer value, and the lack of responsibility and ability system of human resource management leads everyone to pursue management positions and power rather than management responsibility and ability. The administrative drive of human resource management reform (talent achievement project) is solved: 1. Employees are customers, providing customers with human resources products and services. 2. Pay attention to the needs of employees, strengthen communication with employees, and establish a knowledge and experience sharing system. 3. Establish a human resource management system with power interests as the center and responsibility as the core. 4. Only the human resources department can move from the power center to the service center (customer service orientation and service mentality, the establishment of employee service system, the protection of employees' rights and interests, and the value position of the human resources department in labor relations). Continuously improve the professional skills and service capabilities of personnel in human resources functional departments. 3. Employees' entrepreneurial passion drops, their motivation and motivation are insufficient, and their career path is narrow. A single salary model is difficult to meet the needs of different levels and types of employees; The contradiction between long-term incentive and short-term incentive, and the contradiction between current income and expected income; Solution to the disconnection between assessment and salary: 1. Replace "official standard" with "talent value standard" and respect human nature and human value. 2. Improve the combination innovation ability of human resources management products and services, and provide personalized human resources system solutions for different levels and types of employees through the continuous innovation of human resources mechanisms and systems, so as to realize the refined combination management of human resources products and services. 3. Provide employees with various forms of value distribution (including: opportunity, authority, salary, bonus, welfare, options, profit sharing, learning, information sharing, recognition and honor). 4. Open a variety of career channels. 5. Hierarchical and classified management of talents and diversified employment mode and incentive mode Question 4: Extensive talent management, high management cost, low per capita efficiency and system efficiency, and redundancy and talent shortage coexist. Solution: 1 Team building of core talents. According to the strategic contribution of talents to enterprises and the scarcity of talents, we should distinguish the core talents of enterprises and effectively develop and utilize the core talents that can create value and determine the core competitiveness of enterprises. 2. Optimize the internal talent structure of enterprises, and establish a dynamic mechanism and system for optimizing talent allocation. 3. Establish employee competency model, improve employee suitability rate and realize dynamic matching between people and posts. 4. Establish a variety of career channels, break the "official standard", "academic standard" and "professional title standard", and strengthen the capacity building of employees. 5. Establish enterprise endogenous experience and knowledge sharing system, and promote the professionalization of employee behavior and the proceduralization, standardization and templating of work. 6. According to the requirements of enterprise's core competitiveness, cultivate and develop employees' core expertise and skills, establish hierarchical training system and hierarchical training effect evaluation system, and extend the responsibility of training demand and training effect evaluation to front-line managers and employees. 7. From single plundering talent to optimizing talent environment. Question 5: Confusion based on system efficiency. Human resource management "cures headaches and pains" and transforms ADHD. The functional module of human resources specialty is fragmented, and it is difficult to connect human resources business with other businesses of the enterprise, and the human resources mechanism and system are not matched. Solution: 1 Integration and management of human resource management system based on strategy (four mechanisms, four pillars, six systems, one core and one top boundary); 2. The introduction of four mechanisms, namely, traction mechanism, competition elimination mechanism, incentive mechanism and evaluation and restraint mechanism, keeps talents active all the time; 3. Scientific, systematic and executive system design to ensure the operation of the mechanism; 4. Customer-oriented human resources product and service process design to improve the speed and efficiency of talent products and services; 5. Innovate talent management technology to improve the effectiveness and system efficiency of human resources development and management. 6. Integrate human resources and cultural management, innovate cultural management, and improve employees' self-development and management ability. 6. Human resource management has a narrow vision and closed functions, which makes it difficult to meet the needs of enterprise value chain competition. Solution: 1 Looking at human resources outside the human resources system (vision determines ideas, ideas determine methods, and methods determine the way out, from out-in to in-out) 2. Human resource management creates added value for domestic and foreign customers (extension of service objects) 3. Attention is shifted from the inside of the enterprise to the value chain on which the enterprise depends, and the efficiency of all links in the internal and external value chain of the enterprise is promoted through human resources activities. Human resource management extends and acts on suppliers and customers in the enterprise value chain, such as training human resources around the value chain, combining suppliers, employees and customers into a value chain team to improve the competitiveness of the enterprise value chain. 4. Talent combination and allocation based on value chain (talent strategic alliance and cooperation) 5. Human resource outsourcing and management (talent leasing, talent agency, recruitment outsourcing, training outsourcing) Question 7: Pay attention to "selecting, using, educating and staying" and ignore "staying" to solve the stagflation of human resource system: 1. Establish enterprise talent withdrawal mechanism based on enterprise strategic needs and job requirements. 2. Establish an internal labor market. 3. Strengthen the integration and guidance of ideas. 4. Humanization and flexibility of exit mode. 5. Concerns about legal issues. 6. Diverse exit methods (internal entrepreneurship system and main and auxiliary diversion, job waiting system, job rotation system, voluntary resignation plan, early retirement plan, entrepreneur honor recognition (permission exit, honor recognition, treatment retention), ability improvement plan, free job transfer system, etc.). Question 8: the misunderstanding of replacing human resource management with human capital management, the contradiction between human capital and monetary capital; The contradiction between entrepreneurial entrepreneurs and professional managers; Selection and encouragement of enterprise management team. Solution: 1 Human capital management and corporate governance structure II. The contradiction between entrepreneurial entrepreneurs and professional managers III. Establishment of enterprise sharing reward system. Selection and encouragement of enterprise management team. Enterprise talent shortage. The global competitiveness of human resources is insufficient, and the solution to the shortage of international talents: 1. Human resource management and the development and management of international talents from a global perspective; 2. Localization of human resource management in multinational corporations and internationalization of human resource management in local enterprises: 3. Cultural integration and cross-cultural management; 10: cultural ideas are floating in the sky, and employee behavior is crawling on the ground; It is difficult for the middle and high-level enterprises to reach a * * * understanding, and the changes in organization and process have not touched the deep-seated thinking mode and behavior mode of employees. 1. Systematic integration and management of corporate culture concepts (Huawei Basic Law, New Olympic Enterprise Plan, Baisha Cultural Development Outline) 2. Formulate an operable corporate culture construction plan: 1) Establish a corporate culture vision based on the corporate mission vision; 2) Establish strategic objectives and sub-objectives of corporate culture construction; 3) Formulate detailed corporate culture strategy and action plan; 4) Formulate performance management procedures for corporate culture construction (subject and function of cultural performance management, formulation of annual cultural performance plan, monitoring of annual cultural performance plan and evaluation of annual cultural performance); 3. Through the reform and innovation of human resources mechanism and system, we can drive the construction of corporate culture (KPI index and culture, employment standards and cultural requirements,